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The Wiley Blackwell Handbook of the Psychology of Training, Development, and Performance Improvement by Sigmar Malvezzi, Nuno Rebelo dos Santos, Jonathan Passmore, Kurt Kraiger

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23Designing Feedback to Achieve Performance Improvement

Manuel London and Edward M. Mone

Introduction

This chapter examines ways to increase the value of job feedback for performance management and improvement. Other chapters in this volume focus on feedback from multiple vantage points, specifically, 360-degree feedback for development (Fletcher, Chapter 24), how employees support each other and encourage development through feedback in social networks (Van den Bossche, Van Waes, & van der Rijt, Chapter 25), and how feedback contributes to learning (Valéria Vieira de Moraes & Jairo Eduardo Borges-Andrade, Chapter 21). These elements are incorporated in applications of feedback. Feedback is not a standalone event but part of a performance management process that includes (a) articulation of the department's mission and alignment of the employee's job and strengths with department and company goals, (b) ongoing discussions about expectations, (c) developmental experiences, including challenging assignments and mentoring, (d) regular discussions about performance, (e) clear standards of performance, (f) job training and training in how to seek and use feedback (and for managers, give feedback), and (g) surveys to track satisfaction and perceptions of the job, supervisor, and opportunities for development. Our chapter establishes the foundation for understanding why feedback is important and how it can be structured and delivered to be accurate, accepted, and, most importantly, ...

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